Sous l’épée de Damoclès: l’évaluation des cadres, entre performance individuelle et esprit d’équipe

Corinne Vercher-Chaptal (), Florence Palpacuer () and Isabelle Bourdon ()
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Florence Palpacuer: MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
Isabelle Bourdon: CREGOR - Centre de Recherche sur la Gestion des Organisations - UM2 - Université Montpellier 2 - Sciences et Techniques, MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School

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Abstract: This article identifies three appraisal models rooted in distinct views of the firm respectively oriented towards the market, the profession, and the clan, and analyzes their translation into managerial tools used for the face-to- face appraisal interviews of managers in a sample of 40 companies. Our empirical study highlights three main results: - a predominance of one of these three appraisal models in the assessment tool of each enterprise, - the contingent nature of such predominance, according to enterprise status and size, - a mix of models in all assessment tools, particularly of the market/clan type in large multinationals, revealing either a dynamic of change from one model towards another or a coincident, partly contradictory, use of distinct models within a given assessment tool.

Keywords: évaluation; cadres; théories des organisations; management par le marché (search for similar items in EconPapers)
Date: 2010
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Published in Revue management & avenir, 2010, 5 (35), ⟨10.3917/mav.035.0015⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01388327

DOI: 10.3917/mav.035.0015

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